Looking after Children: At What Cost? Resource Pack

Looking after Children: At What Cost? Resource Pack

CONTENTS 1 INTRODUCTION 3 PART 1: KEY MESSAGES FROM THE RESEARCH 10 PART 2: TWENTY-FIVE THINGS YOU SHOULD KNOW ABOUT THE LOOKED AFTER POPULATION IN YOUR LOCAL AUTHORITY 13 PART 3: HOW TO DOCUMENTS 34 PART 4: THE COST CALCULATOR 37 WHERE TO FIND MORE INFORMATION

INTRODUCTION Who is the pack for? This pack has been designed to help local authorities to cost placements and services provided to looked after children and consequently to contribute to the planning and development of commissioning strategies. It is not intended to add to the demands on officers time, but as a useful tool to inform existing work. Background All the information in this pack is based on the key messages and costing methodology from a research study 1 carried out in six local authorities in England and Wales and a subsequent piece of work to pilot the Cost Calculator a costing tool developed as part of the research in a local authority. The aims of the study were to explore the relationship between costs and outcomes for looked after children and to develop a methodology to calculate the costs to social services to support these children. Who produced the pack? It has been produced by Lisa Holmes at the Centre for Child and Family Research, Loughborough University in consultation with Doug Lawson and Judy Stone from the Looked after Children Taskforce. How to use the pack This pack is made up of four separate but related parts: Part 1: Key messages from the research Outlines the relevant findings from the research. Part 2: Twenty-five things you should know about the looked after population in your local authority This part contains a list of key information that it would be useful for local authorities to know about the needs of their looked after populations in order to plan and commission services effectively. Part 3: How to documents Provides a step-by-step guide explaining how to calculate the unit costs of providing a service to looked after children. Part 4: The Cost Calculator Introduces the Cost Calculator: a computer application developed by the research team for local authorities to cost the placements and services that they provide to looked after children. All of the unit cost calculations in part two are incorporated into the Cost Calculator. Calculating unit costs The costs calculated for the research incorporate all the activity undertaken by social services personnel to support looked after children as well as placement costs. To include all these activity costs in the cost calculations this resource pack helps to identify all the tasks that are carried out to support looked after children before, during and at the end of their placements. The methodology used is based on the principles for calculating unit costs outlined in Unit Costs Not Exactly Child s Play 2. The research team have adopted the bottom-up approach to calculate the unit costs. While this approach is more time consuming and complex it does allow the many variations associated with providing a service to looked after children to be taken into account when assigning costs (see page 16 for further details of the variations in costs). How does the information in this pack link to other research on costing services? The research that has informed this resource pack was one of the 13 studies in the Costs and Effectiveness initiative. This initiative was commissioned by central Government and aimed to explain some of the variation in the use of resources for children in need and develop a better understanding of the costs and consequences of different interventions. 1 Ward, H., Holmes, L., Soper, J. and Olsen, R. (2004) Costs and Consequences of Different Types of Child Care Provision, Loughborough: Loughborough University, Centre for Child and Family Research 2 Beecham, J. (2000) Unit Costs: Not Exactly Child s Play, London: Department of Health. 1

The studies adopted a complimentary methodology for calculating costs, therefore the unit costs reported in this pack can be linked with the costs calculated for the other studies, for example, the Cost of a Core Assessment by Cleaver, Walker and Meadows 3 and the Costs and Outcomes of Non-Infant Adoption by Selwyn et al 4. How does the information in this pack support the Government s vision for children s services? Targeting resources more efficiently for the longterm benefit of children and young people is an important Government priority. Choice Protects seeks to develop a more efficient planned approach to commissioning placements for children in order to improve placement stability and outcomes. The Every Child Matters: Change for Children programme looks towards a more efficient use of resources across children s services in order to achieve better outcomes for children and young people, and to support better preventative working. And, more widely, as part of the 2004 Spending Review, local authorities have been tasked with achieving an annual efficiency gain of at least 2.5% per annum in 2005-06, 2006-07 and 2007-08. As the Gershon review of public sector efficiency 5 makes clear, this is not about cutting budgets and services, the aim is to release resources through improved efficiencies which can then be used to strengthen service provision. This resource pack is intended to help local authorities understand the costs associated with placements and services for looked after children. Greater transparency in costs will help authorities to see the links between investments and outcomes for children, and hence to make informed far-sighted decisions about how to allocate resources for the greatest benefit of children and young people. 2 3 Cleaver, H., Walker, S. and Meadows, P. (2004) Assessing Children s Needs and Circumstances: The Impact of the Assessment Framework, London: Jessica Kingsley. 4 Selwyn, J., Sturgess, W., Quinton, D. and Baxter, C. (2003) Costs and Outcomes of Non-Infant Adoption, Report to the Department of Health, Bristol: University of Bristol, Hadley Centre for Adoption and Foster Care Studies. 5 Gershon, P. (2004) Releasing Resources to the Front Line: Independent Review of Public Sector Efficiency, Norwich: HMSO. 6 Tapsfield, R. and Collier, F. (2005) The Cost of Foster Care: Investing in our Children s Future, London: BAAF and The Fostering Network.

PART 1: KEY MESSAGES FROM THE RESEARCH 1 The following four pages outline some of the key messages from the research. This information has also been made available on the Every Child Matters website (www.everychildmatters.gov.uk/fostercare) in the form of a practice guide (Looking after children: at what cost?). Why raise cost awareness? Being able to cost children s placements accurately facilitates comparisons between the relative value, both in terms of costs and quality, of different types of care and makes it easier to estimate the potential value of introducing a range of alternative packages. Part 1: Key Messages from the Research Key points Variations in unit costs can be attributed to authority factors, placement factors and child-related factors. Authority factors include; for example, geography, thus travelling times; policy and procedures; staffing and resources. Placement factors are related to placement type, placement fee or cost; provider (for example, agency or local authority) and location. Child-related factors include: disability; emotional or behavioural difficulty; and offending behaviour. The circumstances of asylum seeking children also produce different cost pathways. The process of maintaining a placement accounts for between 92% and 96% of the total costs to social services of looking after a child. Placements out of the area of the authority are more costly both in terms of expenditure and children s well being. A small number of children with complex needs who require specialist placements and services can skew the costs of the looked after population in an authority. The children in the study fell into eleven groups categorised by single or multiple combinations of additional support needs (for example emotional or behavioural difficulties or disabilities). There were five simple groups displaying none or one of the support needs, and six complex groups, displaying two or more additional support needs. Children who display none of these factors cost substantially less to look after than those who display one of them, and costs were found to be even higher for those children who display combinations of two or more factors. 27% of the sample showed no evidence of high support needs. Children who show emotional or behavioural difficulties and offending behaviour are disproportionately more costly to look after than those who display only one of these attributes.

Developing unit costs The research team identified and calculated unit costs of eight processes that support the case management of looked after children, based on the looked after children case management operations outlined in the Core Information Requirements Process Model 7 (see Part 3 for further details). These processes are detailed below: Process one: Decide child needs to be looked after and finding first placement Process two: Care Planning (including care plan, PEP and health assessment) Process three: Maintaining the placement Process four: Cease being looked after Process five: Finding a subsequent placement Process six: Review Process seven: Legal processes Process eight: Transition to leaving care services The Cost Calculator The unit costs for each of the eight processes, along with the placement and needs data collected for the sample children have been used to develop a computer application to facilitate cost calculations. This Cost Calculator has been developed as a practice tool to be used by local authorities. The model calculates the cost of each of the processes, taking into account the many variations according to placement type, the child s characteristics and so forth. The total cost of each placement then forms the cost of a care episode. Aggregate costs can be produced both for individual children and for care populations. The Cost Calculator is described in more detail in Part 4 of this resource pack. Placement costs The cost of maintaining the placement (process three), which includes both the placement costs and all the ongoing activity to support the child in their placement accounts for between 92% and 96% of the total costs to social services. There are substantial differences between the different types of placements. The standard unit cost for maintaining a child for a week in residential care is eight times that of the cost of foster care, 9.5 times that of a placement with relatives or friends and 12.5 times that of a placement with own parents. Placement change Frequent changes in placement have a knock-on effect on the costs of other processes. The process of finding a new placement for a child who is considered to be difficult to place takes, on average, between eighteen and twenty-four extra working hours. This more than doubles the level of activity for the process. Out of authority placements Placements out of the area of the placing authority are more costly both in terms of expenditure and the children s well being. Financial costs are increased both as a result of higher placement fees and because of the additional activity by social workers to support children in their placements. Many of the young people who were interviewed indicated that the distance between their placement and their friends and family was a significant issue. Close placements were generally perceived to be more successful: I like everything about living here. There is nothing I don t like. This is where I ve been happiest. It s close to school, friends and family; it s just better here. (Young man, 14, foster care) Packages of care The findings highlight the importance of considering packages of care, such as the provision of additional support services to meet the needs of the child alongside their placement. Case studies indicate that placements are less likely to break down if ongoing services are provided to support the placement, for example respite care. 4 7 Department of Health (2003) Children s Social Services Core Information Requirements Process Model, London: Department of Health.

There is evidence that the development of care packages across agencies resulted in placement stability. One of the young men interviewed was only able to continue in his education provision as a result of the level of support offered by the staff in his residential placement. The school was talking about excluding him again, but we won t have that, and we ll do anything to avoid that. A support worker goes with him...we had to go in and sell ourselves really, and demonstrate the level of support which is what we ve done. (Residential key worker) Furthermore, the findings indicate that in the participating authorities packages of care are provided more frequently alongside agency placements than those provided by the local authority. How costs accrue Timelines for selected children with different needs can illustrate how costs accrue to both social services and to other agencies as children show increasingly complex combinations of need (see pages 7-9). The timelines also illustrate how the costs of a care episode can vary according to the child s needs and the services that are provided. For example, the total cost of looking after a child without any additional support needs, who remained in the same local authority foster placement over a twenty-month time period, was 35,106. In comparison, the total cost was more than six times higher 215,756) 8 for a child with emotional and behavioural difficulties. These higher costs were largely as a result of the child being placed in more expensive agency residential units and the additional support services that were being provided to meet his needs. Skewed costs A small number of children with complex needs who require specialist placements and services can skew the costs of the looked after population in an authority. Although the proportion of these children in an authority is low (approximately 2% in the study sample) it is fundamental to acknowledge that the cost of looking after them will be disproportionately high and to factor this into future commissioning strategies. Systems approach The findings demonstrate the importance of adopting a systems approach to analysing the costs of looking after children. The costs incurred by placing children away from home need to be considered within the context of the costs of providing services to all children in need. A systems approach should also demonstrate how costs are spread across agencies so that reducing costs to one may increase the costs to others. False economies For some children postponing service provision only reduces short-term costs; in the long term more costly services and placements are required increasing the overall cost of the care episode. Additional support services might help carers meet children s needs and obviate more costly placements at a later stage. Information from family placement workers indicates that some authorities are providing a higher level of support (two and a half additional hours per month) to their kinship carers in comparison with the support provided to local authority foster carers. The future The calculations that went into the unit costs developed for this study are relatively simple and could easily be replicated (see Part 3 of this resource pack for details). The complexities lie in modelling the social care processes and in particular the variations that reflect the diversity of children s needs and the complex service responses. The Cost Calculator is able to produce aggregate costs and has some predictive power. It is anticipated that use of the model will provide a basis for improved planning and commissioning of services. 8 These costs are based on 2000-2001 prices 5

Needs, costs and outcomes One of the key messages from this research is the importance of balancing financial costs with well being costs. Hence, providing a cost effective service that meets the needs of the looked after population, rather than cost cutting, if the result is going to be detrimental to the child s outcomes. Increased transparency in costs and linking these to children s needs and outcomes helps local authorities to make informed decisions about the services they provide. Timelines have been created to provide an illustration of the differences between costs, experiences and outcomes for individual children with different needs. The case studies below outline the care experiences of two children with very different needs, Jennifer who has no additional support needs and remained in a stable placement with local authority foster carers, and Michael, a boy with emotional and behavioural difficulties who was placed in an agency residential unit following a series of unplanned placement changes. The corresponding timelines for Jennifer and Michael show the level of activity and the services provided by both social services and other agencies over a twenty-month time period, between February 2000 and October 2001. They illustrate how costs can accrue over a period of time when children show increasingly complex combinations of need and are a useful way of depicting how care packages that meet the needs of the child can help to improve outcomes. For example, the placement key worker, personal teaching assistant and the school worked together to support Michael with his education, resulting in him remaining in mainstream school and receiving a certificate of achievement. The methodology outlined in Part 3 is used to calculate the total costs incurred by social services to look after Jennifer and Michael; with the cost of each of the processes being added together to give a total cost to social services. Rudimentary costs to other agencies have also been added, based on cost estimates from other research 9. Jennifer is an example of a child with no additional support needs and was aged thirteen at the start of the time period shown below. She first became looked after when she was six as a result of abuse. From December 1998 and throughout the time period shown below she was placed, along with her sister, with local authority foster carers. Prior to this placement Jennifer experienced four other placements, all with local authority foster carers. Reviews were held at six monthly intervals and her care plan was also updated six monthly. During the time period Jennifer attended mainstream school, and also received home tuition for two hours a week from September 2000 until July 2001, when she was in year 10, to help her prepare for her GCSE s. (This was a scheme introduced in the local authority to improve the education outcomes of looked after children and was funded by a Quality Protects grant). Jennifer attended six monthly dental checkups and her annual looked after child medical. 6 9 For example see: Netten, A. and Curtis, L. (2004) Unit Costs of Health and social care 2004, University of Kent: Personal Social Services Research Unit.

Timeline for Jennifer Feb 00 Jul 00 Dec 00 May 01 Oct 01 Processes Services 2 - Care planning Mainstream schooling 3 - Maintaining the placement Reduction in family placement team activity (placement lasting > 1 year) Home tuition Dentist LAC medical Reduction in social worker activity (placement lasting > 1 year) 6 - Review 7 - Legal (care plan) The thick, black horizontal line on Jennifer s timeline above shows the ongoing process of maintaining her in her placement. This placement began some time before the time period shown (December 1998) and continued beyond October 2001, therefore the placement start or end are not shown. The total cost incurred to look after Jennifer for the twenty-month time period was 35,106 (the cost to social services was 27,125 and 7,981 to other agencies). The costs incurred to look after Michael for the same time period were more than six times higher than for Jennifer (total cost 215,756). The higher costs to social services ( 171,861) were as a result of Michael being placed in a more expensive placement provision (agency residential unit) and also because of the number of previous placement changes which made the process of finding new placements incrementally more expensive in terms of a higher level of activity by his social worker to find a placement to meet his needs. As Michael s timeline illustrates he received a number of additional support services (ongoing counselling and a personal teaching assistant), the provision of these services, along with his temporary school exclusions increased the costs incurred by other agencies ( 43,895) 10. 10 These costs are based on 2000-2001 prices 7

Michael was aged thirteen at the start of the time period shown below and is an example of a child with emotional and behavioural difficulties, who often displays challenging behaviour both in his placement and at school. He first became looked after at the age of eight as a result of abuse. Between 1993 when he was first placed and the start of the time period shown in the time line below Michael experienced fifteen different placements, five with foster carers, two with relatives and the remaining eight in residential units. During the early part of 2000 Michael moved through a series of residential placements very quickly as a result of being bullied and was eventually placed in an agency residential unit in March 2000 where he stayed for the rest of the time period shown below. Michael has a statement of special educational needs as a result of his emotional and behavioural difficulties. During the time period he attended mainstream school and received additional support from a personal teaching assistant for fifteen hours a week. He was also temporarily excluded from school on two separate occasions, in October 2000 and March 2001. In addition to the support he was receiving from his teaching assistant Michael was also supported in school by his key worker from the residential unit by prior arrangement with the school (see the quote from his key worker on page 6). Following this level of continuing support Michael s behaviour improved throughout the summer term of 2001 and resulted in him receiving a certificate of achievement at the end of term. During the time period shown below Michael attended weekly counselling sessions to address the abuse prior to him becoming looked after and the bullying he experienced in a number of his placements. Timeline for Michael Feb 00 Jul 00 Dec 00 May 01 Oct 01 Processes Services 2 - Care planning Mainstream school Personal teaching assistant 3 - Maintaining the placement Dentist Increased social worker activity in first 3 months of placement LAC medical Reduction in social worker activity (placement lasting > 1 year) Temporary school exclusion 5 - Find subsequent placement Mental health support - counselling 6 - Review 8

As with Jennifer s timeline, the thick, black horizontal line above shows the ongoing process of maintaining Michael in his placement. However, in March 2000 Michael changed placements, the arrows on this same line depict the change and the process of finding a new placement occurred. Furthermore this placement change resulted in increased activity by his social worker for the first three months of his new placement. 9

PART 2: TWENTY-FIVE THINGS YOU SHOULD KNOW ABOUT THE LOOKED AFTER POPULATION IN YOUR LOCAL AUTHORITY 2 terms We anticipate that the research findings will assist local authorities with their future planning and commissioning strategies for looked after children. In the study we found that variations in unit costs can be attributed to authority factors, placement factors and/or child related factors. Detailed below is a set of questions that we have identified as being fundamental for local authorities to plan service provision in the future and provide a cost effective strategy both in of expenditure and children s well being.

Children s needs There are substantial variations in costs and the types of placements provided for children without any evidence of additional support needs. The more efficient local authorities have the least variation in costs for these children and tend to place them with either kinship carers or local authority foster carers. Therefore it would be useful to know: 1. The number/percentage of children looked after who do not have any additional support needs 2. Where these children are placed The findings indicate that the local authorities are restricted in their choice of placements for children with more complex needs. Having information available to cost placements accurately would facilitate comparisons between the relative value, both in terms of costs and quality of different placement types. Therefore it would be useful to know: 3. The number/percentage of children looked after with the following additional support needs: a) emotional or behavioural difficulties b) disabilities c) offending behaviour 4. Where these children are placed Children who show two or more of the above additional support needs are disproportionately more costly to look after than those who display only one of the attributes. Therefore it would be useful to know: 5. The number/percentage of children looked after who display a combination of two or more of the additional support needs 6. Where these children are placed Outcomes are least favourable and the costs disproportionately high for children who display either emotional or behavioural difficulties and are also committing criminal offences. Therefore it would be useful to know: 7. The number/percentage of children with emotional or behavioural difficulties who are also committing criminal offences 8. Where these children are placed 9. What additional support services these children are receiving, for example, psychotherapeutic support The circumstances leading to unaccompanied asylum seeking children becoming looked after are very different to other children in the looked after population. Whilst the costs of looking after this group of children are not necessarily higher than for those who do not have any additional support needs their care pathways are very different. Therefore it would be useful to know: 10. The number/percentage of unaccompanied asylum seeking children looked after away from home 11. Where these children are placed 12. The number of these children who need translation /interpreter/education support services and the accessibility of these services Children with extensive needs/high cost children In most local authorities there are a small number of children with very extensive needs who require highly specialised and extremely expensive care, providing placements and additional support services for these children can skew the total costs of the looked after population in an authority. Therefore it would be useful to know: 13. How many high cost children there are in the looked after population 14. The proportion of these children with disabilities 15. How much longer it will be necessary to provide a placement for these young people 16. The proportion of the budget for looked after children that is spent on these children Part 2: Twenty-five things you should know about the looked after population in your Local Authority 11

Age studies have shown that a) after six months in care or accommodation children are less and less likely to return home and b) children who entered care before their fourth birthday and do not leave within a year are likely to remain looked after until their teens. Therefore it would be useful to know: 17. The ages of all children who have been looked after for six months or more Supporting placements The findings from the research highlight the importance of considering packages of care, such as the provision of additional support services to meet the needs of the child alongside their placement. Case studies indicate that placements are less likely to break down if ongoing services are provided to support children and their carers. Therefore it would be useful to know: 18. The types of additional services that are provided to support placements with local authority foster placements, for example, respite care or psychotherapeutic support 19. How these additional services compare with those provided by private and voluntary agencies Placements with family and friends foster carers Family and friends foster carers, like all foster carers, particularly need to be paid a reasonable allowance in order to maximise the potential for placement stability. They may also need additional support to meet the child s needs. Therefore it would be useful to know: 20. The proportion of children looked after who are placed with family and friends foster carers 21. The arrangements that are in place to provide support to these children and their carers 22. Whether there are other children being cared for by family and friends who are receiving support from the local authority under other types of arrangements e.g. Section 17 Children Act 1989 Placements out of the area of the authority Placements out of the area of the authority are more costly both in terms of expenditure and the children s well being. Therefore it would be useful to know: 23. The proportion of the looked after population who are placed out of the area of the authority and whether the children s needs are being adequately met in the placements. 24. Whether there is alternative provision within the area of the authority that could comparably meet the needs of such children, and if not what provision should be developed to prevent the need for children to go out of authority and to achieve better outcomes Placement change Frequent changes of placement are not only costly in themselves, but also have a knock-on effect on the costs of other processes. Children who become difficult to place are more likely to require out of authority placements. Therefore it would be useful to know: 25. The number of children who have experienced placements that last for less than 28 days and how much this rate of movement is costing the local authority Overall, being able to cost children s placements accurately would facilitate comparisons between the relative value, both in terms of costs and quality, of different types of care and make it easier to estimate the potential value of introducing a range of alternative packages of support. 12

PART 3: HOW TO DOCUMENTS 3 information. This part of the pack provides the information to enable local authorities to calculate unit costs for their looked after populations. It is made up of two sections: a step-by-step guide that details a bottom-up methodology to calculate unit costs for looked after children and a series of tables to use as templates to replicate the methodology. As stated in the introduction the methodology outlined in this section is based on the principles for calculating unit costs outlined in Unit Costs Not Exactly Child s Play 11. The research has provided estimated unit costs for children with different profiles of need. Authorities can either use these unit costs produced by the research team or calculate their own costs using the methodology outlined below based on their own activity and salary Part 3: How to Documents 11 Beecham, J. (2000) Unit Costs: Not Exactly Child s Play, London: Department of Health.

3a: Calculating unit costs for looked after children: a step-by-step guide Social work processes for looked after children The following eight social work processes for which unit costs have been calculated are based on the case management operations that underpin the task of looking after children outlined in the Core Information Requirements Process Model (Department of Health, 2003) 12. Process one: Decide if child needs to be looked after and find first placement Process two: Care planning (including the care plan, personal education plan and health assessment) Process three: Maintaining the placement Process four: Cease being looked after Process five: Finding a subsequent placement Process six: Review Process seven: Legal interventions 13 Process eight: Transition to leaving care services All looked after children will go through the first four processes during the time they spend in care or accommodation. Processes five to eight will need to be undertaken for some, but not all children, for example, those who remain looked after for a month or more will be subject to a looked after review. Process three is an ongoing process and includes both the placement cost and the continuing activity provided by social services personnel to support the child in their placement. Once you have calculated unit costs for each of the processes above it is then possible to explore how costs can accrue over time for individual children (see pages 6-9). Using the Cost Calculator it is also possible to aggregate these costs for groups of children with different needs and for the looked after population in your authority. What you need to do 1. To calculate unit costs for the eight processes outlined above based on what actually happens in your authority you will need to use activity data gathered from social services personnel. Alternatively, you can use the activity data collected by the research team, however, these figures are based on the average activity from six local authorities in England and Wales and some of the activities are likely to differ for your authority. 2. If you intend to collect and use your own activity data you are advised to use the tables provided in Part 3b of this resource pack to record the breakdown of activities. 3. You are advised to gather this information through team meetings where it is possible to obtain a consensus view about levels of activity with the minimum of imposition to staff. When attending team meetings you need to ascertain what activities are carried out by whom and how long each of these activities takes. 4. With each team work through the processes that are most relevant to them. For example, discuss process one (decide a child needs to be looked after) with referral/initial response teams (use the tables in Part 3b). 5. Once you have identified the time taken to complete the various activities for each of the processes calculate the total number of hours activity for each worker for each of the eight processes. 14 12 Department of Health (2003) Children s Social Services Core Information Requirements Process Model, London: Department of Health. 13 Within this study it was only possible to calculate the cost of obtaining a Care Order. Further work is required to cost other socio-legal processes, for example, obtaining a Residency Order.

6. In order to calculate the unit cost for each of the eight processes you will need the salary scales of all relevant personnel. (You are advised to carry out the calculations using the mid-point of each of the salary scales or the point at which the majority of workers are paid in your authority). 7. Use the cost schema 10.3 for a Social worker (children) in the annual Unit Costs of Health and Social Care publication 14 to ensure that overheads and capital costs are included in the calculations. To calculate the unit costs per hour for each worker you need to apply this schema for each type of personnel, replacing the salary figure in A with the appropriate salaries from your authority. Schema 10.3 Social worker (children) 15 Costs and unit estimation 2004/205 value Notes A. Salary 24,841 per year Information taken from a survey carried out by PSSRU of 40 authorities during 2005 found that the midpoint between the average minimum was 23,632 outside Lodon and 29,540 in London. The midpoint between the average minimum and average maximum was 24,841. Wage levels reflect the averge level of wages paid in 27 of the authorities. The information was weighted by authority size and social work team leader staff numbers. Salaries ranged from 17,409 to 37,862. B. Salary oncosts 2,954 per year Employers national insurance plus 4.5 per cent of salary for employers contribution to superannuation. C. Qualifications D. Overheads 4,169 per year Fifteen per cent of salary costs for management and administrative overheads. 1 E. Capital overheads 2,106 per year Based on the new build and land requirements for a local authority office and shared facilities for waiting, interviews and clerical support. 2/3 Capital costs have been annuitised over 60 years at a discount rate of 3.5 per cent. F. Travel No information is readily available about travel costs for social workers. Working time 42 weeks per annum Includes 20 days annual leave and 10 statutory leave days. Ten days 37 hours per week sickness leave and 10 days for study/training have been assumed. Client related work Ratio of direct to indirect time on: Home visits 1:1.5 Client related work 1:0.5 In a study of the determinants of expenditure on children s personal social services, Carr-Hill et al. 4 found that the annual input per child was 2,973 minutes, or about 50 hours per week in 1998 and that 40 per cent of social work time directly associated with clients was on home visits. Travel time was included where appropriate. In a study commissioned by the Department of Health, 5 it was found that 66 per cent of a children s social worker s time was spent on client-related activities, allowing an hour spent on client-related activities to be costed. This is not the same as the cost per hour spent with a client. London muiltiplier 1.20 x A Based on the same source as the salary data. 1.57 x E Building Cost Information Service and Office of the Deputy Prime Minister. Non-London multiplier 0.93 x (A to D) Allows for the lower costs associated with working outside 0.96 x E London compared to the national average cost. Building Cost Information Service and Office of the Deputy Prime Minister. Unit costs available 2004/2005 22 per hour; 33 per hour of client-related work; 55 per hour s home visit; 105 per child per week (includes A to E). 1 Knapp, M., Bryson, D. & Lewis, J. (1984) The comprehensive costing of child care: the Suffolk cohort study, Discussion Paper 355, Personal Social Services Research Unit, University of Kent. 2 Building Cost Information Service (2005) Surveys of Tender Prices, March, BCIS, Royal Institution of Chartered Surveyors, London. 3 Office of the Deouty Prime Minister, Summer 2004. 4 Roy, A., Carr-Hill, R., Nigel, R. & Smith, P.C. (1999) The determinants of expenditure on children s personal social services, British Journal of Social Work, 29, 679-706. 5 Department of Health (2001) The Children in Need Census 2001 National Analyses, www.doh.gov.uk/qualityprotects/work_pro/analysis1.htm. 14 Netten, A. and Curtis, L. (2004) Unit Costs of Health and social care 2004, University of Kent: Personal Social Services Research Unit. 15 Schema reproduced with permission from PSSRU, The University of Kent. 15

8. Once you have calculated the unit cost per hour for each worker using the methodology detailed above this figure needs to be multiplied by the number of hours activity for each process. 9. For each of the processes add together the cost of each of the workers activity to give you a total process cost. Variations The methodology outlined above will enable you to develop standard unit costs for each of the processes to support a looked after child. However, for all of the processes variations in activity have been identified by the researchers. These can be attributed to the following: Authority factors these include variations in policies and practice, for example, the level of management at which decisions to fund agency placements are made, geographical location, staffing and the availability of resources. Placement factors both variations in placement fees or allowances paid to carers and also the level of activity by social services personnel to support children in their placements. For example, additional activity by family placement/fostering teams to support local authority foster carers. Child-related factors these include disabilities, emotional or behavioural difficulties and offending. The circumstances of unaccompanied asylum seeking children were also found to produce different cost pathways. All of the variations in activity identified by the researchers have been incorporated into the Cost Calculator. These variations in activity are also detailed in the tables in section b of this part of the resource pack. A note on placement costs Providing information about the ongoing placement costs was problematic for some of the authorities participating in the research and most reported difficulties in calculating the unit costs of local authority foster and residential care (PAF indicators B9 and B10). As a result we had to take the best information available at the time and as this information improves it can be incorporated into the Cost Calculator. The figures that have been used are detailed below, these are all in addition to the activity undertaken to support a child in their placement: Local authority foster care (including family and friends foster carers): Allowances and fees paid to the carers (including any additional payments, for example, birthday, Christmas, clothing allowances). Local authority residential units: Taken the unit cost figure calculated for PAF indicator B9. Placements provided by agencies/voluntary organisations: An average of the fees paid by the authorities for each of the SSDA 903 placement types (Note: due to substantial variations in fees for agency placements these calculations have been improved for the subsequent pilot phase see page 35). 3b: Calculating unit costs for looked after children: tables This section of the pack consists of a series of tables. For each of the eight processes that are undertaken by social services to support looked after children there are two types of tables. The first set of tables break down all the activities that the research team identified for each of the processes and were used by the team to gather the activity information from the local authorities taking part in the study. These tables have been left blank for you to use as templates to gather the activity information for your own authority. The second set of tables contains the activity data gathered by the research team, including the average figures and all the variations in activity outlined on the previous page. These figures have been included so that they can be used as a benchmark for when you are gathering activity data in your own authority. 16

When you complete this set of tables you may find it useful to consider/remember the following: You may find that it is not possible for workers to identify the time taken for every single task and that it is necessary to group together some of the tasks. Not all activities identified for each of the processes will be undertaken in your authority, only include those that are actually undertaken. There may be additional activities undertaken in your authority; use the category to record these activities and the amount of time spent on them. You need to ensure that you do not double count any activities. The Total time figures are averages for a child placed with local authority foster carers, within the area of the local authority. These figures are for children without any additional support needs, for example, disabilities. Do not include activity by the family placement or fostering team (social worker, team manager and administrator) for any placements other than with local authority foster carers. CWD is the abbreviated term used for children with disabilities. UASC is the abbreviated term used for unaccompanied asylum seeking children One of the identified variations in activity according to children s needs was whether they were classified as difficult to place. The following definition was agreed with the six authorities participating in the research: A child aged ten or over with emotional or behavioural difficulties and a disability or with emotional or behavioural difficulties and a frequent mover. (The PAF indicator A1 was used to define a frequent mover). You may of course want to use your own definition of a child who is difficult to place in line with the difficulties you have been experiencing placing children with particular needs. The research also highlighted that some local authorities do not always have clear criteria or definitions for identifying children with disabilities or those with emotional or behavioural difficulties. The following criteria were used by the research team, you may already have clear definitions of emotional or behavioural difficulties, or wish to use your own set of criteria. However, it is important to be consistent in the definitions that are used. Criteria for emotional or behavioural difficulties (EBD): Permanent exclusion from school Statement of special educational needs in response to emotional or behavioural difficulties Attendance at a special school for BESD More than one placement breakdown as a result of their behaviour In receipt of mental health support Refusal of mental health support Self-harming Prostitution Eating disorders Criteria for Children with disabilities (CWD): Disability had been recorded as the reason looked after Disability had been recorded as the primary need code for the CiN census The child was allocated to the disability team The child was on the register of disabilities 17

Process 1 Decide child needs to be looked after (including activity for first placement) Direct client related contact Social worker Indirect client related activity Social worker Admin Team manager Family placement team social services personnel Visits to family Fact finding/liaising within social services Travel time for visits Fact finding/liaising outside social services Introduction to placement Visits/discussions with carers/potential placement Obtaining consent for child to be looked after Before resource allocation meeting (Organisation/ room booking) Telephone calls to family During resource allocation meeting Who goes? How long? Client visits to office Where held? Travel Waiting time After resource allocation meeting Minutes/reports Letters Form filling LAC/ICS paperwork Case records 18